Paper on the Case of Customer Recruitment Processes: Dynamic Evolution of CRM Resource

In Business Architecture, Business Process Management, Change Management, Enterprise Architecture, IT Strategy & Management by IRM UK0 Comments

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This study is borne from a concern that organisations continue to invest significantly in CRM systems that are redundant by the time they are launched. This is because these systems are designed for stable environments. This paper examines ways in which CRM resource networks can be designed to be adaptive on a continuous basis. Drawing conclusions from the literature review, we define the theoretical focus of this study at the “intersection” of three theories and propose a conceptual model describing the phenomenon of interest. We use as our unit of analysis customer recruitment processes, which are a subset of CRM systems. Based on an in-depth case study we found seven principles to guide organisations develop customer recruitment processes that are designed for change. We expand on the conceptual model by linking together these seven empirically derived principles so that design issues influenced by stakeholders, social networks and resources are better understood. This study is of value to scholars because it uses, for the first time, three theories, stakeholder, resource based theory and social network theory, to study resource networks in customer recruitment processes. It’s of value to practitioners because it provides direction for management action.

Authors: Ashley Braganza, Heather Stebbings, & Theodora Ngosi

Click here to download this paper

Ashley Braganza will be presenting the following seminar for IRM UK in London, 29-30 November – Delivering Benefits from Implementing Change: Practical Tools that Deliver Results

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Ashley Braganza is Professor of Organizational Transformation at Brunel University, London.  He is Head of Department of Economics and Finance.  Prior to becoming Head, Ashley held a number of senior positions in Brunel Business School, UK, which recently won the coveted Times Higher Education’s Business School of the Year Award.  His research and consultancy expertise covers the development and implementation of change management.  He has direct experience in creating and implementing strategic processes and enterprise-wide architectures.  Some examples include his work with organizations such as DFiD (UK), Astra Zeneca, The National Audit Office, McDonalds, British Telecom, ABN Amro Bank, Brunel Business School and IFAD (Rome).

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